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  • 1.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Agil projektledning2011 (ed. 1)Book (Other (popular science, discussion, etc.))
  • 2.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management. Karlstads universitet.
    Agil projektledning: Övningsbok2014 (ed. 1)Book (Other (popular science, discussion, etc.))
    Abstract [sv]

    Agil projektledning övningsbok innehåller flera olika slags övningar: instuderingsfrågor- praktiska övningar- diskussionsövningar- scenarioövningar. Agil projektledning övningsbok riktar sig till studenter i projektledning samt yrkesverksamma projektledare som vill börja arbeta agilt eller förbättra sin agila förmåga.

  • 3.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    AGILE - konsten att slutföra projekt2007Book (Refereed)
    Abstract [en]

    Boken har utsetts till Årets Projektledarbok 2008 av Svenskt Projektforum!



    Motiveringen från juryn var följande: "Författaren - Tomas Gustavsson - har hittat ett intressant ämne som han beskriver på ett enkelt och lättbegripligt sätt. Detta är inte en "frälsningsbok" utan en mycket nyanserad beskrivning av begreppet "agila metoder", dvs projekt med föränderliga både krav och mål."



    Agile är engelska och betyder smidig eller vig. I projektledningssammanhang har ordet översatts till lättrörlig för att peka på förändringsmöjligheterna med detta synsätt. Men det finns andra fördelar med Agile. Den, i mitt tycke, största fördelen består i möjligheten i att kunna slutföra projekt. Att slutföra projekt är en konstart som många eftersträvar men få behärskar.



    De agila teknikernas lösning för att hantera denna konst är att delleverera små resultat ofta. Genom att planera, genomföra och leverera en mindre del av projektet får vi möjlighet att uppleva en del av slutresultatet tidigt och kan därefter ställa konkretare krav på resten av projektet. Vi kan dessutom stanna upp, utvärdera och enkelt förändra projektet under vägen. Metoderna (med namn såsom Scrum, XP, DSDM) härstammar från IT-projekt men går att appliceras på många projekt oavsett bransch eller miljö



    Detta är en praktiskt bok! Med praktisk bok menas att den innehåller de checklistor, mallar och verktyg som krävs för att med boken som stöd kunna börja arbeta agilt.

  • 4.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Assigned roles for Inter-team coordination in Large-Scale Agile Development: a literature review.2017In: Proceedings of the XP2017 Scientific Workshops / [ed] Tonelli, Roberto, Cologne: University , 2017, article id 15Conference paper (Refereed)
    Abstract [en]

    Inter-team coordination has been recognized as one of the most important challenges in large-scale agile development settings. Except specific practices, such asScrum of Scrums meetings, certain roles are oftenreported to be responsible for areas of coordination incase studies. Although agile values state thatcoordination should be dealt with face-to-face byindividuals, two commonly used prescriptive frameworksfor large-scale agile development suggests contrastingways of coordinating regarding roles and theirresponsibilities. One propose additional coordinating roles leaving less mandate and autonomy to the single team while the other propose no additional roles, compared to the original roles of Scrum, allowing more autonomy to the teams. This literature review is an analysis of roles assigned with the responsibility for inter-team coordination in 42 case studies of large-scale agile development settings. The review shows that only four of the analyzed organizations appoints roles according to the large-scale agile frameworks. Rather, a wide range of different additional roles with different role tailoring is displayed where the majority is focusing on vertical coordination rather than horizontal coordination. In three of the cases, the role setup has specificallytargeted coordination for architectural issues. The study shows that the prescriptive frameworks are seen as toolboxes leaving the responsibility for tailoring to the single organization. This implies a stronger need for theoretical support on what to use as basis for tailoring of roles and their responsibilities.

  • 5.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Benefits of Agile Project Management in a Non-Software Development Context: A Literature Review2016In: Project Management Development – Practice and Perspectives: Fifth International Scientific Conference on Project Management in the Baltic Countries, CONFERENCE PROCEEDINGS, Riga: Latvijas Universitate , 2016, p. 114-124Conference paper (Refereed)
    Abstract [en]

    In the last fifteen years we have witnessed a vast spread of new methods for managing projects within software development. In 2001, the Agile Manifesto stated the common values and principles of these methods, all aimed at producing better software. Several of these values and principals are specifically expressed for designing and programming software products. Since then, the benefits of these methods have led to a widespread use of agile project management even in non-software development contexts. But, how does these values and principals affect projects in non-software areas since some values and principals are not applicable? Do they perceive the same benefits? This paper presents a systematic literature review aimed at identifying benefits in projects adopting agile methods in non-software development contexts. Out of the 21 case studies analysed, most reported projects were from manufacturing companies but even from areas such as library management and strategy management. The most frequently reported benefits were related to team work, customer interaction, productivity and flexibility. The main parts of the benefits were corresponding to the first value in the Agile Manifesto: Individuals and interactions over processes and tools.

  • 6.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Changes Over Time in a Planned Inter-team Coordination Routine2019In: Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2019 Workshops, Montréal, QC, Canada, May 21–25, 2019, Proceedings, Springer, 2019, Vol. 364, p. 105-111Conference paper (Refereed)
    Abstract [en]

    The benefits of agile ways of working in small teams have inspired larger organizations to implement large-scale agile frameworks. To manage dependencies between teams, there is a need for routines to plan and divide work between teams as well as routines to manage emerging dependency issues. These routines are often changed over time, but how tailoring is performed is not much studied. This study aims to fill that gap by presenting the tailoring of a planned coordination routine in three organizations over a period of one and a half year. By visiting planning sessions, 379 h of observation data were collected. Investigating details of this routine gives a much more dynamic view, compared to the static description presented in the framework. Different logics for tailoring could be seen in the three cases. For deciding on a cadence for the planning period, three diverse logics were used as the basis for the decisions: knowledge, time, and resources.

  • 7.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Impacts on team performance in large-scale agile software development2018In: CEUR Workshop Proceedings / [ed] Jelena Zdravkovic, Jānis Grabis, Selmin Nurcan, Janis Stirna, CEUR-WS , 2018, Vol. 2218, p. 421-431Conference paper (Refereed)
    Abstract [en]

    Agile ways of working are nowadays used in many software development departments even in larger organizations. When scaling up agile ways of working, new practices for coordinating teams become necessary. Instead of inventing practices on their own, many organizations are implementing the Scaled Agile Framework but the impacts on team performance due to these practices are not much studied. Data was obtained by means of a survey questionnaire that was answered by 111 team members from two organizations, one from the automotive industry and one of the major Swedish banks. The study suggests that efficient inter-team coordination does not have a positive relationship to team performance. But, as shown in several other contexts, a high level of psychological safety has a significant positive impact on team performance in a large-scale agile software development setting. © 2018 CEUR-WS. All rights reserved.

  • 8.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Practices for Vertical and Horizontal Coordination in the Scaled Agile Framework2018In: Information Systems Development: Designing Digitalization (ISD2018 Proceedings) / [ed] B. Andersson, B. Johansson, S. Carlsson, C. Barry, M. Lang, H. Linger, & C. Schneider, Lund: Lund University , 2018Conference paper (Refereed)
    Abstract [en]

    Scrum and eXtreme programming, the first agile development frameworks, were designed with very few advice on coordination for work in larger scale were several teams cooperate toward a common goal. This lead to both wrong assumptions regarding the usefulness of agile ways of working in larger organizations as well as much individual tailoring with coordination practices in organizations. Now, the Scaled Agile Framework is gaining much attention in software development. This study contains an analysis of inter-team coordination practices prescribed in the framework and how they have been implemented in three organizations. Previous research on coordination has been criticized for having a static view on coordination with not enough focus on how to manage emerging dependency issues. The result of this study shows that the Scaled Agile Framework have four practices that cover both planning and emerging issues and three practices solely aimed at managing these emerging dependency issues.

  • 9.
    Gustavsson, Tomas
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Voices from the teams: Impacts on autonomy in large-scale agile software development settings2019In: Agile Processes in Software Engineering and Extreme Programming – Workshops: XP 2019 Workshops, Montréal, QC, Canada, May 21–25, 2019, Proceedings / [ed] Rashina Hoda, Springer, 2019, Vol. 364, p. 29-36Conference paper (Refereed)
    Abstract [en]

    Forming autonomous, self-organizing, cross-functional teams in software development is becoming more common even in larger organizations, and many organizations are implementing the Scaled Agile Framework. When autonomous teams need to work together, they must sacrifice some level of autonomy since work needs to be coordinated with other teams, which could be a threat to team performance. This study presents how perceived autonomy has changed by listening to the voices from the teams in three large organizations. Although several respondents did not express any experienced changes to autonomy at all, others put forth important changes. The practices where several teams gather in joint events are important arenas in both positive and negative aspects. The arenas give teams a better overview and a sense of being empowered in using their veto right to stop overload of planned work. However, more detailed planning in every single team could cause less ability to switch work between teams and a sense of suffocation due to detailed routines and practices.

  • 10.
    Gustavsson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management. Karlstad University, Faculty of Arts and Social Sciences (starting 2013), Karlstad Business School (from 2013).
    Görling, Stefan
    Att arbeta med systemutveckling2019 (ed. 1)Book (Other academic)
    Abstract [sv]

    Den här boken handlar om systemutveckling. Den handlar inte om programmering utan i stället om allt annat som du behöver veta om du vill arbeta med systemutveckling, exempelvis utvecklingsmetodik, projektledning, processorienterat arbetssätt,testverksamhet, säkerhet och att få system att bli robusta,driftsäkra och enkla att förvalta.

    Det är en bok för både programmerare som arbetar i utvecklarteam eller projektgrupper och för produktägare, testledare eller projektledare som arbetar med mjukvara. Kort sagt, alla typer av roller som berörs av systemutveckling.

    Boken är lämplig för undervisning i kurser för systemutvecklare,processutvecklare, kravanalytiker, testledare eller projektledare och är även ett användbart verktyg för den yrkesverksamme som vill få en helhetsbild.

  • 11.
    Gustavsson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Johansson, John
    Ledarskapsdagbok - Boken för din utveckling2006Book (Refereed)
    Abstract [sv]

    Ledarskapsdagboken är en handbok för din personliga utveckling: utveckling genom att skriva, reflektera och träna.

    På mindre än två timmar kan du vara igång med att lära dig en enkel och kraftfull metod för att skriva Ledarskapsdagbok.



    Verktygslådan

    I Ledarskapsdagboken finner du även Verktygslådan. Lådan innehåller "formler för ledarskap", tekniker som kan hjälpa

    dig inför förhandlingar, svåra samtal och presentationer.



    Ledarskapsdagboken och Verktygslådan vilar på fyra grundstenar:

    Tänka på papper

    Arbeta med mål

    Träna - för att bli bättre

    Reflektera över sig själv och omvärlden

  • 12.
    Gustavsson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Rönnlund, Peter
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Agile adoption at Ericsson hardware product development.2013Conference paper (Other academic)
  • 13.
    Gustavsson, Tomas
    et al.
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Rönnlund, Peter
    Karlstad University, Faculty of Economic Sciences, Communication and IT, Department of Information Systems and Project Management.
    Agile Project Management in Public Events2010Conference paper (Other (popular science, discussion, etc.))
    Abstract

    Companies in the IT industry today often use agile project management methods to govern their projects. Agilemethods value high transparency, self-organizing teams and a process to inspect and adapt. Some of the tools and disciplines from these agile methods are purely aimed at software development. The hypothesis of this paper is that the agile project management methods are suitable in other areas as well. This paper presents preliminary findings and conclusions about using agile project management methods in public event projects.



    The case study, carried out with an action research methodology, investigates the Swedish company Galaxen

    who have organized public music and culture events since 1992. This research indicates that several techniques and principles, originally developed for software programmers, can be adopted also in the area of public events. Time-boxed iterations and visual tools for planning, collaboration and follow up are being used with great success

1 - 13 of 13
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